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In most companies, there’s a profound tension between the right-brainers (for lack of a better term) espousing design, design thinking and user-centered approaches to innovation and the left-brained, more spreadsheet-minded among us. Most C-suites are dominated by the latter, all of whom are big fans of nice neat processes and who pay good money to get them implemented rigorously. So often, the innovation process is treated as a simple, neat little machine. Put in a little cash and install the right process, and six months later, out pops your new game-changing innovation — just like toast, right from the toaster. But that, of course, is wrong.